As companies evolve, they (sometimes) take the time to reflect on the best teams’ structure to achieve their strategies and goals. For most groups, the roles and responsibilities are self-contained within that function. For example, while the sales team organization to deliver the expected results might change significantly over time, from an inside-sales structure to heavy OEM or direct-to-consumer focus, the boundaries remain within “sales” – I can’t name any examples of companies beyond the Seed stage where the R&D leader manages the enterprise sales team. Yet, for one role, defining its location in the org-chart is not as clear… and that challenge is fundamentally described in the function name: Product Marketing.Continue reading “Where in the org is Product Marketing?”
It’s a question every product manager faces: What do you do, exactly? I got it from a newly appointed Executive Vice President of Marketing, to whom all the Product Managers reported, about eight years ago. After a short reflection, my answer was simple. Sort of. They do nothing—but it’s a lot of work.
It was certainly not the answer he was expecting, and I somehow felt compelled to provide a further explanation to my boss’s boss if, for no other reason, than to keep my job.
But at least I got his attention.Continue reading “Product Managers: Doing nothing is a lot of work”